Each year the Board of Education reviews the goals they established the previous year and after a discussion of the progress made on those goals, establishes next year’s. Many times, they are the same goals with different objectives based on the progress made the previous year.

The goals and objectives constitute the district’s strategic plan which serves as the blueprint for action. The strategic plan is critically important because it serves as a focus for all members of the school community and transparently informs the public so they too can monitor growth. I believe the superintendent should actively engage the public by articulating in newsletters, the district website (videos), PTA meetings, small group coffee hours, radio shows, interviews, etc. the district’s focus and progress.

Through the support of focused goals, outside distractions are removed. Too many times staff struggle under “initiative overload.” Too many focus areas result in loss of focus and a feeling that more is better when exactly the opposite is true. This also enables the district to align the operational budget and grants in support of the goals.

Collaboration with other districts is very effective. Smaller districts sharing services with larger districts or two small districts pooling their resources enabled both districts to expand higher level course offerings and streamline costs without impacting the quality of services. Sharing teachers where enrollment in a course might result in eliminating the course, is possible when two districts collaborate. It is not uncommon to share finance directors, curriculum supervisors, etc.

In these times, it’s more important than ever to look at ways to streamline expenses while continuing to provide high quality services.

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About Marion H. Martinez

With extensive experience as a superintendent, educator, and administrator, Dr. Marion H. Martinez currently lends her talents to the Connecticut State Department of Education, where she serves as Associate Commissioner for Teaching, Learning & Instructional Leadership. ​